The MBA in Organizational Management at MVNU prepares you to be a leader, executive, and change agent in your organization, along with providing skills in human resource management, operations management, and change management. It consists of the 6-course, 18-credit-hour Graduate Business Core, which allows you to start the graduate business program without declaring which concentration you intend to pursue. Concentrations consist of 6 program-specific courses, for a total of 36 credit hours.

While we pride ourselves on the quality of our programs and our supportive faculty, we believe you'll experience much more at MVNU—a program that focuses on the development of the individual as a whole person. The value of our program is enhanced through the outstanding customer service and personal interest we provide to help you achieve success.

Graduate Business Core

The foundational course, Ethics, Leadership, and Faith, must be your first course, while Strategic Management must be your final course.

Course Number

Course Name

Credit Hours

MAN6113

Ethics, Leadership, and Faith

3

MAN6023

Organizational Behavior

3

MAN6123

Legal Issues in Management

3

ECO6083

Managerial Economics

3

MAR6003

Marketing Management

3

MAN6043

Strategic Management

3

Total

18

MBA—Organizational Management

Specific courses that must be taken for the MBA—Organizational Management concentration are listed below.

Course Number

Course Name

Credit Hours

MAN6093

Global Business

3

ACC6003

Managerial Accounting

3

FIN6013

Corporate Finance

3

HRM6003

Strategic Programming in HRM

3

MAN6103

Operations Management

3

MAN6033

Change Management

3

Total

18

Descriptions

Graduate Business Core

MAN6113Ethics, Leadership, and Faith (3)
An exploration of the thesis that the essence of effective leadership lies in a commitment to Christ-centered principles that foster the development of excellent character and unquestioned integrity. Challenges to this thesis will be examined and are certain to stimulate vigorous debate. From these discussions, as well as the assigned reading, a leadership platform emerges that serves as a guide for effective decision-making. It announces to others: “This is what I stand for. This is what I believe.”

MAN6023Organizational Behavior (3)
A systematic examination of variables, psychological and sociological, that are important in the comprehension of individual motivation, the managing of groups, interpersonal relationships, and organizational effectiveness, as well as creativity and leadership within the organization.

MAN6123Legal Issues in Management (3)
A course designed to give students an understanding of the legal concepts, rights, obligations and liabilities faced in the business environment. This course focuses on the arena in which commercial transactions occur and the legal issues that arise with these transactions. It is the goal of this course to prompt students to proactively consider legal issues among the decision dimensions when making a business decision.

ECO6083Managerial Economics (3)
A study of the concepts of microeconomics and macroeconomics theory and policy including the concepts of demand and supply theory, resource and product markets, fiscal and monetary policy, and price theory and profit maximization.

MAR6003Marketing Management (3)
An introduction to the theory and practical application of marketing principles. Special emphasis is given to developing a framework for analyzing strategic marketing situations by defining target markets and developing a marketing mix related to the market stakeholders of the organization.

MAN6043Business Marketing (3)
A capstone study of how firms formulate, implement, and evaluate strategies. Students study strategic management concepts and techniques used to chart the future direction of different organizations. The major responsibility of the student is to make objective strategic decisions based on an integrated perspective of the program curriculum and to justify their decisions through oral and written communication.

MBA—Organizational Management

MAN6093Global Business (3)
An intensive course designed to give a thorough understanding of the important dimensions of conducting business internationally. Students will gain an appreciation of the complexities associated with international business including: the importance of cultural differences, choice of modes of entry, strategic marketing strategies, strategic human resource strategies, and important international business theories.

ACC6003Managerial Accounting (3)
A comprehensive examination of managerial accounting on the use of accounting data in the management of an organization. What accounting data are interesting and how they might be used depend on what the manager is seeking to accomplish and what other information is available.

FIN6013Corporate Finance (3)
An advance study of risk management, capital budgeting, cost of capital, capital structure, the function and role of capital markets, and analysis of financial statements.

HRM6003Strategic Programming in Human Resource Management (3)
An introduction to strategic problem-solving and decision-making to manage the human resource functions of an organization. Processes for managing and evaluating human resource functions are examined: benchmarking, measurement, and evaluation techniques. Other topics include the activities that support and develop employees in a manner that contributes to the organization’s vision, mission, goals and business strategies.

MAN6103Operations Management (3)
A study of business processes, procedures and strategies used to transform inputs into finished goods and services. The course consists of two main components: a body of knowledge component and a critical thinking component.

MAN6033Change Management (3)
A study of the role of the manager in the context of a changing environment. Special emphasis is given to current theories and strategies for leading an organization through transition. Students gain an understanding of management issues involved in implementing a major initiative, supervising staff and maintaining productivity despite resistance or personnel shifts, and sustaining commitment to new practices over time.